simpler, faster, better, less costly - lean.ohio · pdca. 1-45. plan: 1. identify and select...

Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

Day 1

WELCOME AND INTRODUCTIONS

Introduce yourself• Name

• Where you work

• What you do

• Any experience with Lean/Six

Sigma/Quality Improvement

• First or most interesting job

1-3Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

GROUND RULES

As with any group session, it is a good idea to establish, state, and agree to

the ground rules we will adhere to in the session. Here are the ground rules

we have established:

• Everyone Participates

• Engage in Open and Honest Dialogue

• Respect the Opinions of Others

• Work to Build Consensus

• Suspend Judgment/Blameless Environment

• Leave Rank at the Door

Can you think of any others?


HOUSEKEEPING RULES

Help Us to be Mindful

As with any group session, it is a good idea to establish, state, and agree to

the ground rules we will adhere to in the session. Here are the ground rules

we have established:

• Silence Your Cell Phones

• Interruptions to a Minimum

• Be on Time

• Stretch

• Always Snack Time!

• Dress Code

• Schedule/Breaks/Lunch


SELF-ASSESSMENT

1-6

VIDEO:

Lean Ohio

Overview


90’s 2000’s 2011 - 2013

DAS Office of Accountability & Results becomes LeanOhio

120 state employees trained in LSS

Average reduction in overall process steps is 52%

Cintas Corporation invited to brief cabinet on LSS concepts

DAS Office of Accountability & Results begins facilitating Kaizen events

Quality Services through Partnership (QsTP)

2014 - 2015 2016 - 2017 2018 - 2019

LeanLocal launched with $4.6 million available to local entities and learning and improvement projects

LeanOhio becomes one of the 1st

state govt to launch own Black Belt training

LeanOhio launches Boot Camp training and introduces the Camo Belt

> 500,000 staff hours redirected to higher priority efforts that improve customer service

Over 500 state employees trained in LSS

LeanOhio launches LLDP

LeanOhio partners with OSU Center of Operational Excellence

Average reduction in overall process time is 67% and > 10,000 process steps eliminated

> 1000 state employees trained in LSS

> 10,376 days reduced in start-to-finish process time and more than 1 million redirected hours

LeanOhio facilitates 50th Kaizen event

LeanOhio facilitates 88th Kaizen event

LeanOhio provides online training opportunities

LeanOhio Joins the American Society for Quality (ASQ)

Develops partnerships with Governor’s Office initiatives

1-8

4 Day Boot Camp

DAY ONE

Introduction,

Overview and Basic

Principles

DAY TWO

Understand the

Situation, Making

the Invisible Visible

DAY THREE

Analyze and

Improve

DAY FOUR

Implement and

Monitor


1-9

DAY ONE

Introduction, Overview and

Basic Principles

Lean Six Sigma Intro/ Overview

Pre-Assessment

Four Voices

PDCA

SIPOC –Introduction to scoping

Project Charter

Project Selection


1-10

DAY TWO

Understand the Situation,

Making the Invisible Visible

Teams and Team Dynamics

Process Mapping

Metrics and Data Collection

Identifying Waste

Value Add/Non-value Add

Root Cause Analysis

Fishbone (Ishikawa) Diagram

5S


1-11

DAY THREE

Analyze and Improve

Poka-Yoke

Pareto Diagram

Lean Tools: One Piece Flow, Standard

Work, Pull, Kanban

Brainstorming/Affinity Diagram

Impact/Control Matrix

Clean Sheet Redesign


1-12

DAY FOUR

Implement and Monitor

Making the Future State Happen

Implementation Plans and Tools

Round 2 DOP Simulation

Measures of Success

Taking Lean Back to your Workplace

Show What You Know

Managing Change


ROAD MAP

LEANOhio Boot Camp

day one

3 ZONES

1. Comfort

2. Learning

3. Panic


EXPECTATIONS


VIDEO:

Fable of

Complexity

1-16

WHAT ARE

LEAN AND SIX

SIGMA?

EVERYTHING IS A PROCESS

“If you can't describe what you are doing as a process,

you don't know what you're doing.” W. Edwards Deming

1-18

CUSTOMERSPROCESSES

OUTPUTS

PeopleEquipmentMaterialsMethods

Environment

INPUTS


*

“A bad process will beat a good person every time”W. Edwards Deming

PROCESSES TEND TO BE INVISIBLE

Point A:

REQUEST

Point B:

RESOLUTION


*

IN MANUFACTURING OR GOVERNMENT

whatever your results...

• Lead time

• Cycle time

• Errors

• Costs

• Rework

• Customer satisfaction or frustration

…..your process is perfectly designed to achieve those results


LEAN

A Systematic Approach to identifying and

eliminating waste through:

• Continuous improvement

• Sequencing the service or product at the pull of

the customer

Originated with the Toyota Production System

(TPS) in the 1990’s

Lean focuses on speed without sacrificing

quality for the customer

1-21

Lean is a way of

working where

everyone is

maximizing

customer value

while minimizing

waste everyday

Lean Enterprise Institute


LEAN PILLARS AND PRINCIPLES

Pillars:• Pursuit of continuous improvement

• Philosophy of respect for people

Principles: 1. Define value in the eyes of the customer

2. Identify the process for a service or product

3. Create continuous flow without interruptions

4. Reduce defects in services or products

5. Let the customer pull what they want

6. Pursue perfection

7. Eliminate or reduce variation (variation is evil)


ASQ FOUNDATIONS OF LEAN

Lean shines a spotlight on the waste and seeks to

eliminate or reduce waste through:• Teamwork with employees who participate in the decisions that

impact their function

• Clean, organized, and well-marked work spaces

• Flow systems

• Pull systems

• Reduced lead times through more efficient processing, set-ups

and scheduling

American Society for Quality

www.asq.org


LEAN GOVERNMENT

LeanOhio promotes government that is :

Simpler

Better

Faster

Less Costly

“Lean Takes Time” Have to slow down to speed up


SIX SIGMA: 6σ

Minimize variability

-Lean Principle

OriginMotorola, USA 1986

99% vs. 99.99966%1,000,000 @ 99% = 10,000

1,000,000 @ 99.99966% = 3.4


SIX SIGMA: 6σ

Standard Bell Curve

Population n=sample size

Standard Curve = where data

lands

𝜇 = 𝑀𝑒𝑎𝑛 𝑚𝑖𝑑𝑑𝑙𝑒


SIX SIGMA: 6σ

No Electricity 7 hrsEach Month

1hr w/o Electricity Every 34 years

99 % Good 99.99966% Six Sigma


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=2uztN-mYHcnCiM&tbnid=4uS_GKJjcgKMnM:&ved=0CAUQjRw&url=http://www.nydailynews.com/new-york/sheftell-excuses-ed-article-1.1195681&ei=ybhIUY-CDcmQ0QGl-ICYDA&bvm=bv.43828540,d.dmg&psig=AFQjCNEsZdM36moQ6og_MOfm5GR-dNUY5g&ust=1363806733384113

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=okVh4R9RgXxciM&tbnid=IQSGRhwdeffDqM:&ved=0CAUQjRw&url=http://gershpost.com/?attachment_id=210&ei=6bhIUdb2COTG0wHykIHABQ&bvm=bv.43828540,d.dmg&psig=AFQjCNFRRNH4Vliozt4myib7vgdWfc9-vQ&ust=1363806817606663

SIX SIGMA: 6σ

200,000 Wrong Rx/year 68 Wrong Rx/year

99 % Good 99.99966% Six Sigma99% Good

99.99966% Six Sigma

99.99966% Six Sigma


SIX SIGMA: 6σ

2 Bad Landings Per Airport Daily

One Bad Landing Per Airport Yearly

99% Good 99.99966% Six Sigma


LEAN SIX SIGMA

1-30

LEAN SIX SIGMA

Process improvement

requires aspects of both

Lean and Six Sigma

approaches. Both are:• Customer focused

• Quality focused

• Require strong

management support

• Data driven decisions

• Proven continuous

improvement methods


LEAN AND SIX SIGMA

Lean Six Sigma

PDCA Methodology DMAIC Methodology

Reduce Time and Waste Reduce Defects and Variation

Reduce cycle time and

bottlenecks, increase flow and

pull

Six Sigma Goal: 3.4 Defects per

million opportunities

Process Mapping, 5S and 7

Wastes – and moreData and Analysis Tools – and

more

Achieves goals by use of less

technical tools such as 5S,

workplace organizational and

visual controls. (ASQ)

Achieves goals by use of

statistical data analysis, design

of experiments and hypothesis

testing. (ASQ)

Camo Belts Green Belts, Black Belts


HISTORY OF

CONTINUOUS

IMPROVEMENT

HISTORY OF CONTINUOUS IMPROVEMENT

1800s

1793


*

Eli Whitney

Carl Frederick Gauss


1901


*

Henry Ford


1940s


*


1793

1970s

1950s


*

Joseph M. Juran

&

W. Edwards Deming

Toyota


1793

1990s

1980s


*

Six Sigma

Black Belt


2000s


*

W. EDWARDS DEMING WALTER SHEWHART


1900 – 1993 Father of the Modern Quality Movement

1891 – 1967 Father of Statistical Quality Control, PDCA

JOSEPH M. JURAN PHILLIP CROSBY KAOURU ISHIKAWA


1904 – 2008Cost of Quality

1926 – 2001Do it Right the First Time

1915 – 1989Father of Japanese Quality

PROCESS

IMPROVEMENT

PDCA

1-42

ACTAdopt, Adapt, or

Abandon

CHECKCheck the results of

your test; Record

improvement metrics

PLANDefine and analyze

problem; Develop

solution

DOPlan and test solution

PROCESS IMPROVEMENT ACTIVITY: CARD GAME

• Team Leader

• Time Keeper

• Recorder


PROCESS IMPROVEMENT ACTIVITY: CARD GAME


PDCA

1-45

Plan:

1. Identify and Select

Problem

2. Define Current State

3. Define Desired State

4. Analyze

5. Select Solution to

test

6. Plan and Test

Solution7. Improvement

Metrics

8. Check Results

9. Adopt, Adapt

or Abandon

Follow-up

Monitor


• Find a problem or opportunity

• Review background information

• How do you know it is a problem?

• Identify why change is needed

• What are the customers saying?

• What are their needs and expectations?

• Scope the improvement project

• Develop a SIPOC

• Develop a Charter

P1: IDENTIFY & SELECT PROBLEM


P2: DEFINE THE CURRENT STATE

• Understand the process

• Make the invisible visible

• What are the metrics?

• What is it costing us in time/dollars/staff?

• What is the impact on our customers?

Eight Quality Control Tools


P3. DEFINE GOALS/TARGET CONDITION

• What is the aim?

• Identify goals.

• Make them SMART!

• What is the gap?

• What are the important

aspects of the future target

condition?

• Benefits of moving to the

future target condition?


P4. ANALYZE

• What is causing the problem(s)?

• What factors account for the gap between the current state and the goal?

• What does the data say?

• What is the root cause?


P5: GENERATE POTENTIAL SOLUTIONS

• Review information

• Ensure understanding of

causes

• Brainstorm potential

solutions

• Evaluate and select solution

• Develop an improvement

hypothesis: If we do ____,

then we think ____ will

happen


D6: TEST YOUR CHANGE

• Develop an action plan to test your improvement theory (hypothesis)

• Implement your plan

• Collect data using key measures


C7 & C8: RECORD IMPROVEMENT METRICS

AND CHECK RESULTS

• Evaluate your test data

• Did your hypothesis produce the desired result?

• Ask those affected by the change how it’s working

• Refine your improvement as needed


A9: FOLLOW-UP ACTION

• If successful: Implement

system-wide,

standardize

• If not successful: Try

another test solution or

• Start the cycle again

• Repeat cycle as

necessary

• Continuously measure

• Plan for the future

1-53


REPEAT FOR CONTINUOUS IMPROVEMENT


PDCAPLAN

P1

P2

P3

P4

P5

Identify Problem (problem

selection guide)

Gather data and background

(How do you know it is a

problem?) What, When, Where,

How much

Scope the issue: Develop SIPOC;

Identify customer requirements

(survey, focus group, interviews)

Develop charter/ start A3

Determine current state

(background and measures)

Develop Data Collection Plan and

gather data

GEMBA – go observe the process

in the workplace. Develop a

Process Map

Identify waste (TIM U

WOOD) and pain points

Establish target

goals/future/desired state

What measures will tell you if you

are successful?

Make goals SMART

Analyze the situation Examine the data,

Understand the causes of

problem

Fishbone diagram, Pareto

diagram, Run chart, bar chart

Find the Root cause of the

problem, 5 Whys

Determine best

improvement(s)

Brainstorm improvement ideas,

Evaluate (Impact/ control matrix)

Select improvement (s) Use flow,

poka yoke, standard work.

Develop new process map

State a hypothesis: If we do

XXXX, then we think YYYY

will happen

DOTest your Improvement(s) Plan implementation of a test of

the proposed solution.

Implement test solution.

Gather data to measure success

Action register, Gantt chart

Data collection tools

CHECK/

METRICS Check/study the results of

your test

Evaluate results: Compare before

and after measures

Seek feedback from customers Determine if the actions

taken were successful

ACTAdopt, adapt or abandon.

Monitor

Tell your Story

Implement standard work. OR

test another solution

Monitor: Collect data & review

periodically. Track results using

visual management

Tell your story Complete the

A3

59

Video: Meals per Hour

PDCA, A3, DMAIC

1-57

WHAT IS AN A3?

a. A way of thinkingb. A reportc. An 11 x 17 piece of paperd. An approach to continuous

improvemente. All of the above


*

WHY A3?

• A3 provides a structured format for problem-solving

• Provides a method for addressing the things that “bug” you or frustrate you

• Reflects the philosophy of don’t blame the people, fix the process!

• Promotes continuous improvement

• Aligns with PDCA cycle

• Promotes transparency – is visual!

• Tells the story


A3Title:

Date Started: Current Date:

Team:

Sponsor:P1: Background/Why change

is needed

P4: Analyze C7: Improvement Metrics

P2: Current State P5: Potential Solutions C8: Check Results

P3: Project Goals D6: Action Plan & Test A9: Follow-up and Monitoring

1-60

WHAT IS AN A3?

LEANOhio Boot Camp

day one

Title: Date Started: Current Date:

Team:Executive Sponsor:

P1: Why change is needed P4: Analysis C7: Improvement Metrics

Why are we working on this problem/opportunity? What is the business case? What is the pain point? What is the impact? Scope?

What is preventing achievement of the goal? What is the root cause or causes of the problem? Fishbone or 5 whys.

Collect data. Check the results of your improvement. Did you close the gap? Simpler, faster, better, less costly.

P2: Current State P5: Potential Solutions C8: Check Results

What is currently happening? Extent of the problem? Data. Statement of the problem. Graphically present a picture of the current state.

Brainstorm solutions. Analyze them. Select a solution to test.

What went well? What didn’t? If you didn’t achieve goal, then go back to test another solution. If goal is achieved, put into standard work.

P3: Future State D6: Action Plan A9: Follow-up and Monitoring

What specific outcome is required?What is the goal? What is the gap? Specific improvements in performance needed? Pictures/graphs.

Develop an action plan for running your test (or pilot) and implement it.

What is the plan for ensuring that solution benefits are maintained? How will you monitor?

1-61

VIDEO:

Lean: BCI

Crime Lab

PLAY TIME:

6 mins 59 sec

1-63

FOUR VOICES

4 VOICES

To inform process improvement we need to listen to four voicesVoice of the Customer - VOCVoice of the Business - VOBVoice of the Process - VOPVoice of the Employee - VOE


ACTIVITY: 4 VOICES

Your Movie Theater

You own a local movie theatre You

are going on vacation for 10 days

You have asked your theatre

manager to email you 5 data items

every other day.

What do you want to know?


ACTIVITY: 4 VOICES continued

Owner Needs

• Ticket Sales

• Concession Sales

• Income/Expenses/Profit

• What movies came in

• Employee problems

• Who called off

• Customer Issues

• Weather

Customer Needs

• Line Movement

• Good Popcorn

• Reasonably Priced

Refreshments

• Clean, Updated Restrooms

• Ambiance/Décor

• Great Sound System

• Friendly & Efficient Staff

• Convenient Parking

Which group can you really influence and control?


4 VOICES: VOICE OF THE CUSTOMER

Describes the stated and

unstated needs or

requirements of the customer.

• Identifies the Customer

• Needs

• Drivers

• Critical to Quality

• What they Don’t Want

• Meeting Expectations

• Exceeding Expectations


4 VOICES: VOICE OF THE CUSTOMER

Customer needs and expectations need to drive our

improvement efforts.

These are usually stated in general terms and need to get

translated to more measurable terms.

Customer: “I want a cup of coffee.”

What does that mean?


HOW DO WE KNOW WHAT CUSTOMERS WANT?

DATA. Capturing data from the Voice of the Customer (VOC) is especially

important in Process Improvement

• Surveys

• Interviews

• Focus Groups

• Customer Complaints

• Benchmarking

• What others can you think of?

• Consider having your customers participate in an improvement project!


VOICE OF THE CUSTOMER IS MULTIFACETED


*

VOC CUSTOMER TRENDS

• Immediate feedback – close to the service

• Utilize social media

• Web utilization

• Raised expectations

• Want it faster

• Want it on-line

• Want it INSTANTLY


4 VOICES: VOICE OF THE BUSINESS

Describes the stated

and unstated needs

or requirements of

the organization• Vision

• Mission

• Values

• Financials

• Performance Metrics


4 VOICES: VOICE OF THE PROCESS

Describes what the process is telling you

• What’s working

• What’s not working

• Process Data provides the voice – the information needed

1-74

4 VOICES: VOICE OF THE EMPLOYEE

Describes the front line knowledge

and requirements of the employee.

• The people who do the work know the

work best!

• Employees are closest to the Customer

• Lean principle of respect for people

• Set them up for Success

• Change can be difficult

• Empowering employees to make

change promotes ownership of the work and creates a better place to work


VIDEO:

(VOC) Seinfeld

Car Reservation

PLAY TIME:

1 mins 54 Sec


DoP APPLICATION SIMULATION

1-77

• Department of Prevention (DOP)

• DOP is a Government

Organization

• DOP reviews applications from

other Government Organizations

DOP Motto: Keeping bad things from happening.


APPLICATION PROCESSING SECTION

1-78

• You will be working in the Application Processing Section

• This Section receives applications from government

organizations requesting permission to conduct process

improvement activities

• DOP processes two types of applications: Renewal and

Initial

• The section goals are to process applications as quickly and

efficiently as possible without losing quality

• The section must process 16 applications every day in order

to meet customer demand and avoid a backlog


DoP SIMULATION RULES

1-79

• DOP needs to process 16 apps every day (8 min)

• Each DOP employee is required to work until the end of

the day

• Every position has written instructions that must be

followed

• Each DOP employee is responsible for getting their own

materials

• Materials cannot be shared and must be transported in

the authorized folders only

• Each folder can hold only two applications


DoP SIMULATION RULES

1-80

• Forms will be processed in batches of two

• Extra materials can be found in the Supply Area

• All DOP employees are responsible for moving their

completed work to the next worker

• Folders cannot be moved across the table. All work must

travel around the outside of the table

• Running is not permitted

• You are required to follow the written instructions


DoP JOB ASSIGNMENTS

1-81


JOB ASSIGNMENT WORKSTATION

Mail Opener 1

Renewal Processor 2

Initial Processor 3

Legal 4

Approver 5

Addressor 6

Mail Carrier Mailroom

Senior Processor Mailroom

Quality Assurance Floating

VIDEO:

SIPOC

1-83

SIPOC

High Level Tool: 50,000 foot view

Will help you gain a snapshot of the

process:

• Suppliers

• Inputs

• Process

• Outputs

• Customers


SIPOC

Suppliers Inputs Process Outputs Customers

Individuals or

organizations

that provide

inputs to the

process.

Material,

information

and/or

services that

are required

by the

process to

produce the

outputs

The step by

step method

that produces

the output,

defined at a

very high

level - only 5

to 7 steps

Products,

information,

services

and/or

decisions that

are produced

by the

process

Those who

receive the

process

output, pay

for it or are

directly

impacted by

the process

output


SIPOC


SIPOC: CHOCOLATE CHIP COOKIES


SIPOC: DOP


Facilitation Tips• 1 person facilitates and posts on

the wall

• Facilitator asks the group questions

and listens carefully to responses

• Check your and the groups’

understanding

• Make sure the group comes to

consensus

• Write big enough for everyone to

see (use sharpies)

PROJECT CHARTER

PROJECT CHARTER

An authorizing document that defines the project and

management support for the project.

• Background

• Opportunity

• Scope

• Measurable Outcomes

• Team Members

• Boundaries

• Project Sponsor(s)


PROJECT CHARTER

1-91

PROJECT CHARTER

Project Contact Information

1-92 Simpler, Faster, Better, Less Costly - Lean.Ohio.gov

PROJECT CHARTERBackground and Project Opportunity


PROJECT CHARTER

Problem/Opportunity Statement:

Eliminate data quality errors in the “application review through

grant award” timeframe


PROJECT CHARTER

Improved Statement:Processing time for application review through grant award disbursement has increased by 40% within the past 3 grant cycles. 75% of our customers/providers have complained about delays ranging from 18 – 60 days for award disbursement which prevents the department from complying to the current policy which states that disbursements must be provided within 10 business daysafter award approval.

ProblemQuantified

Critical Output

Customer

Focus

Impact


99

Background:The Women Infants and Children (WIC) Program provides nutrition education, and benefits to eligible Ohio families. Participants shop local retailers or farmers markets for highly nutritious foods on the authorized foods list (AFL) using their prescribed WIC benefits. ODH WIC reviews brand-specific manufacturer requests for product inclusion to the AFL and determines appropriateness of each product. 24% of registered mail submission requests returned as undeliverable in 2017. 64 hours dedicated to correcting addresses and reissuing portal passwords to manufacturers in 2017. Majority of portal submissions required correction. 2 major manufacturers missed 2017 submission deadline because of mailing problems.

Goal:Simplify the process for adding products to the WIC Authorized Foods List (AFL) to reduce rework and delays, while maintaining program integrity and meeting USDA requirements so that WIC participants have increased access to nutritious foods.

PROJECT BACKGROUND AND GOAL

PROJECT CHARTER Scope, Goals and Boundaries


PROJECT CHARTERMetrics, Benefits, Members, and Sign-Off


PROJECT CHARTER EXAMPLEProblem/Opportunity Statement: Client wait times are too long

Project Goal: Minimize client wait times and reduce unnecessary

interruptions of the front desk reception staff

Scope:

First step: Client presents for services and is signed in by front desk staff

Last Step: Client leaves clinic property

Performance metrics:

• Sign-in sheet data

• Client progress notes with service start/end times

• Schedule of appointments for each practitioner

• Number of clients who repeatedly approach window


FINDING PDCA

PROJECTS

FINDING PDCA PROJECTS

• Performance or Strategic Plan measures

• Evaluations/audits of programs or

administrative systems and functions

• Regular surveys of employees

• Customer service data

• Your customers are complaining

• When something bugs you

• You find yourself saying, there’s got to be a

better way!


PROJECT SELECTION PITFALLS

• Morale, communication, etc.

• Preconceived solutions

• Small or trivial – doesn’t matter to anyone

• Other peoples’ problems

• The boss’ policy decisions

• Sacred cows

• You are the primary customer

• Something that is/will be undergoing major change


107

PROJECT SELECTION

LEANOhio Boot Camp

day one

1. Generate a list of ideas of

improvement opportunities

2. Clarify those ideas

3. Reduce the list and prioritize

4. Using the Project Selection Criteria,

choose the one idea that is most

likely to be a successful first process

improvement project

5. Pair up with 1-2 others and share

ideas. Clarify for each other and

make sure the selected projects fit the

criteria.


Criteria for Project Selection Idea 1 Idea 2 Idea 3

1. Technical IssuesIs itaprocess?

Is the scope manageable?

Can it be reliably measured?

What data are available?

2. Strategic IssuesIs it important?

Is ita “sacred cow”?

Does it support the organization’s

priorities?Customer focus?

Highprobabilityofsuccess in3-6

months?

3. Empowerment IssuesIs it within my/our control?

CanI/wedevoteadequatetimetoit?

Do I/we already know the solution?

Is the organization prepared to

implement change?Do we have Leadership Support?

PROJECT SELECTION

Project idea:Improve the water heater

inspection process (too much

rework and call backs)

Reality Check:✓Process

✓Measurable

✓ Important to customers and staff

✓We control the process


PROJECT SELECTION

Step 6. Identify the major steps in the

process: First step, last step, 3-5 steps

in between

Identify the• Outputs (Completed Inspection)

• Customers (Home Owners)

• Inputs (Phone calls, schedules, documents)

• Suppliers (Home owners, clerical staff,

inspectors)

This will help you determine who needs

to be on your team!

1-105


PROJECT SELECTION

IF you need a team for this

project, Identify needed team

members

1. Inspector A

2. Inspector B

3. Supervisor

4. Clerk

5. Customer Service

Representative

1-106

• Identify data needed to

measure improvement

• Develop a project goal

statement

• Develop a Team Charter


END OF DAY

• Questions

• What Went Well

• Lessons Learned


simpler, faster, better, less costly - lean.ohio · pdca. 1-45. plan: 1. identify and select...

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